The Three Lenses ORGANIZATION. Managerial Psychology Fall, 2006 John S. Carroll. Strategic Design Lens. Political Lens.

Transcription

1 The Three Lenses Strategic Design Lens Managerial Psychology Fall, 2006 John S. Carroll Political Lens ORGANIZATION Cultural Lens

2 Goals For Today Introduce the idea that organizations are a context for managerial psychology: human behavior depends on situations Introduce the Three Lenses, which form the framework for our MBA course, and will surface in our course from time to time Think about some examples of organizations and how they can be understood in multiple ways

3 What s An Organization? A machine? An organism? A community? A distributed intelligence? A battlefield? Many different metaphors, theories and frameworks from the social sciences

4 Strategic Design Lens Model: organizations are designed (engineered) to achieve agreed-upon goals Key processes: grouping (formal structure), linking, alignment, fit to environment Key concepts: goal-directed, tasks, roles, information flows, interdependence Leader: strategist, designer, architect Drivers of change: lack of fit to environment, internal lack of alignment

5 Processes in Strategic Design Assess Environment (threats, opportunities) Assess Organization (strengths, weaknesses) Strategic Intent Strategic Organizational Design (grouping, linking, alignment) Results (fit of output to environment, internal alignment)

6 Example: MIT MIT is a matrix organization with academic departments in schools but also labs and centers reporting separately MIT balances strategic goals of scientific discovery and student learning, along with more tactical objectives such as raising money and attracting top faculty and students Recent reorganizations: ESD, Bioengineering Linkage via meetings, Faculty Senate, committees, task force and other reports, SAP accounting Alignment through plans, performance measures, salary and promotion, faculty tenure

7 Is Strategic Design Enough? The basic idea of strategic design is get people with the right knowledge and give them appropriate tasks to do and sufficient information to accomplish the organizational goals But, how do you know the right knowledge if you are doing new things? How do you know who has the knowledge or the ability to learn and create? Who decides what is sufficient information? What are the organization s goals and what do I do if my goals are different? Why should I care? Who is actually in charge?

8 Political Lens Model: organizations are contests for power and autonomy among internal stakeholders Key processes: conflict, negotiation, coalition building Key concepts: power, influence, networks, autonomy, interests, dominant coalition Leader: coalition builder, negotiator Drivers of change: shifts in power of stakeholders (can be influenced by changes in design, environment, or strategy)

9 Example: MIT Stakeholders include faculty, students, administration, research staff, other staff, alumni, parents, Cambridge Interests can diverge, e.g., does teaching reinforce research or compete for time? Conflict management by representative committees, voting, hierarchy Sources of power are money (tuition, grants), scientific prestige, position,

10 Cultural Lens Model: organizations are shared mental maps, identities, assumptions Key processes: meaning and interpretation, attribution, taken for granted (cognitive), invested with value (normative) Key concepts: artifacts, symbols, myths, values, assumptions, identities, subcultures Leader: symbol of the culture, shaper of the culture, articulator of symbols and vision Drivers of change: challenges to basic assumptions, new interpretations

11 Example: MIT Artifacts: map, course numbers, building numbers, seal, ring, corridors, hacks, myths, other patterns of behavior Values: technology, invention, hard work, no frills, equality, mind and hand Assumptions: Be #1, Take Care of Yourself (only the strong survive), Work Is Most Important (and Quant Is Real Work), Rules Are Made To Be Broken, Cooperation

12 So What? Using The Lenses Diagnosing organizations Leading a team Leading change Developing yourself for a career Why do consultants get paid so much? Smart people can be pretty dumb! Managers get stuck with the familiar

13 Example: Dashman Co. Read the case What lens was Mr. Post looking through? What went wrong? Do the other lenses help understand what happened? Discuss in small groups

14 Example: Your Project Teams What are the goals of the project? What team member knowledge and skills are needed to succeed? How do we organize sub-goals and sub-tasks? How do we assign roles and responsibilities? How do we communicate with each other? How do we align individuals to the team goals? Is rational coordination enough?